Project Management Case Studies and Lessons Learned: Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management
M. Kemal Atesmen
Language: English
Pages: 218
ISBN: 2:00266750
Format: PDF / Kindle (mobi) / ePub
Project managers who lead globally dispersed teams face unique challenges in managing project stakeholders, scope, knowledge sharing, schedules, resources, and above all team execution in a global business environment. Finding timely solutions to challenging events becomes more difficult in a global project environment. This book presents more than 80 case studies designed to help project managers craft solutions to the typical problems that can occur in global projects.
The author describes surprising, unexpected, and catastrophic cases that he encountered during his 35 years of project management experience in the global arena. The author details the background of each challenging case and then explains how he remedied the issue at hand. Some cases involve a logical step-by-step approach toward a solution, while others require unorthodox steps to get the project on the right track. The book includes lessons learned after every case.
This book is designed to help global project managers become more proactive, careful, disciplined, and ready for sudden surprises that can affect their projects. The project cases detailed in this book support and guide the strategizing process that occurs during the execution of global projects. The book emphasizes the importance of documenting lessons learned after each project to prevent making the same mistakes in the future.
engineers conferred daily for specification clarifications and for additions and deletions to specifications. The project could not progress if I waited for an official change order from my customer for every specification change event. I discussed this showstopper clause with my customer’s project manager. We agreed to modify this contract clause as follows: Purchaser shall have the right to request changes from this contract agreement. Seller shall not proceed with any such change until an
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to our project for manpower, cost, and schedule. I asked my customer’s project manager to give me two days to analyze the effects of this major change and to provide him with a written revised proposal. He accepted my offer and they left our facilities after throwing a major twist into the project. We had to redo all of our stress calculations and change our design drawings. On top of it all, I was not even sure if all the designers on my team were available for the expanding project. I had a
would delay other projects. 10 6 P r o jec t M a n ag em en t C a se S t ud ie s Another option was to go to the German steel mill with our subcontractor and negotiate for overtime work and extra funding for faster delivery. This option was also dropped since our special steel order was a small dent in their total steel production scheme. Our subcontractor had dealt with them face to face many times and the German steel producer would not budge. A good option that everyone agreed upon was to
us to sound their input for the goodness of our project. Case 5.10: Russian Federation Technical Passport Issue Bureaucracy was a major hurdle in shipping equipment to a project for a Russian Federation oil platform. As a part of the project, technical passports were required to ship our equipment to Russia. The Russian Federation regulatory authorities review and approve the equipment documents ahead of shipment. They issue a GOST-R certificate of conformity for customs clearance. I had to